Highlights 2011

Increased humanitarian access was successfully negotiated in Kachin State in response to conflict-related displacements during the second half of the year.

A draft common assessment form, agreed by the HCT, was used in Shan and Kachin States, and in the Dry Zone in response to emergencies. Partners regularly use the form for other assessments. It will be enhanced in collaboration with the HCT and the Government.

OCHA’s field deployments have contributed to enhanced coordination, timely identification of priority needs and enhanced response to man-made and natural disasters during the year, including in Chin, Shan and Kachin States, and in other areas affected by medium-sized floods.

OCHA’s improved cooperation with the Government in the field has paved the way for enhanced preparedness. OCHA helped provide disaster preparedness training for over 300 Government officials.

OVERVIEW 2011

In 2011, Myanmar was ranked most at-risk of the Asia-Pacific countries on OCHA’s Global Focus Model. The country is vulnerable to natural hazards including floods, landslides, cyclones and earthquakes. Unresolved ethnic tensions have displaced almost half a million people within and beyond Myanmar’s borders.

The country’s national economy, isolated by international sanctions, is one of the least developed in the world. Chronic poverty and poor basic services, especially in border areas, are significant challenges, as are access constraints and lack of reliable baseline data to support prioritization of needs.

In 2011, OCHA focused on supporting the Government’s efforts in emergency preparedness, response and advocacy. It also increased its support to humanitarian operations in the field. OCHA helped respond to several emergencies including an earthquake in Shan state in March, floods in the Dry Zone in October and instability that displaced thousands of people in Kachin state in June. During these crises, OCHA supported authorities at central and local levels in leading the response.

The establishment of a temporary office in Shan during the earthquake and of two new sub-offices in Kachin state demonstrated OCHA’s added value to humanitarian operations in the field. OCHA field staff helped strengthen field-based coordination mechanisms and advocacy efforts before, during and after emergencies. They achieved this by setting up coordination hubs, supporting information management and needs assessments, identifying priority needs and monitoring aid delivery.

OCHA promoted the use of a common assessment form during 2011. It was endorsed by the Humanitarian Country Team and used to collect critical information during emergencies in Shan and Kachin states and the Dry Zone.

At the request of the Government and humanitarian partners, OCHA supported contingency-planning activities, emergency preparedness measures and capacity-building for disaster management. For example, OCHA helped provide training for 300 Government officials in contingency planning, disaster preparedness and emergency response coordination. The Government also sought OCHA’s support in reviewing the Government’s disaster management curriculum and drafting a Disaster Management Law. This is expected to be finalized and presented to Parliament in 2012.

OCHA also worked to secure critical humanitarian financing by mobilizing emergency funds (including through the Central Emergency Response Fund), preparing emergency response plans and engaging with donors to support partners. For example, funding levels increased due to advocacy on behalf of local NGO partners that responded to the Shan earthquake and the emergency in Kachin state. This advocacy also led to a better understanding of the critical role these partners play in the field.

In 2011, OCHA’s advocacy efforts continued to expand humanitarian operations in Myanmar. For the first time, OCHA-supported advocacy resulted in humanitarian access to several conflict-affected areas of Kachin state where more than 50,000 people are displaced by violence.

The Government has reiterated its commitment to address ongoing conflicts, poverty reduction, basic service delivery and the plight of internally displaced people. OCHA continue to work with all stakeholders to ensure progress around displacement and the easing of limitations on providing humanitarian aid is felt at all levels, which are likely to be resolved in the medium to long term.

Given the real threat of medium- and large-scale natural disasters, OCHA will continue building on its collaboration with the Government and partners in emergency preparedness and response. Other priorities include supporting the Government’s efforts to prioritize needs-based humanitarian action in line with international standards; reviewing coordination mechanisms to boost the Government’s leadership role; supporting information management; and increasing OCHA’s support at local and central levels.

WORKPLAN 2011

GOAL 1: A more enabling environment for humanitarian action.

Objective 1.3 Defined roles and responsibilities within OCHA and among international development and humanitarian partners to support governments and regional organizations in response preparedness.

INDICATOR

Inter-agency contingency plans (CP) are updated and tested through simulations, and available in English and Myanmar.

Number of Government staff at national and local level trained on contingency planning and other areas of disaster management.

ACHIEVEMENTS

347 Government staff trained in six CP sessions in six states and regions (Delta, Rakhine, Kachin, Tanintharyi, Shan and Sagaing) in partnership with the Government of Myanmar and disaster management stakeholders.

Increased focus on overall strategy setting and decision-making in Humanitarian Country Team (HCT) Core Group meetings; doubling of frequency of HCT Core Group and HCT Forum meetings.

ACHIEVEMENTS

In 2011, nine HCT Core Group meetings took place developing, inter alia, common advocacy messages, supporting the draft of the Disaster Management Law initiated by the Government, and holding discussions towards the review of coordination mechanisms.
At the 11 HCT Forums, general discussions on disaster preparedness and contingency planning took place. They included the sharing of assessment results and discussions on overall support for emergency and early recovery, as well as information sharing with partners regarding the onset of various disasters that occurred in 2011.

INDICATOR

Number of humanitarian actors represented in thematic working group meetings increased.

ACHIEVEMENTS

Ten to 40 participants actively involved in each working group on a regular basis (UN, INGOs, NGOs). OCHA is chairing the working group on Chin State and has worked with the participants on a profile of the area, which will be presented in 2012. This experience will hopefully be replicated for other areas. OCHA has also initiated coordination meetings on Kachin since the crisis began, and on the Shan earthquake response for the duration of the crisis. At the thematic working groups level, OCHA has actively supported the Protection Working Group through sharing concerns of common interest, advocating staff training and supporting dedicated sub-groups focusing on particular issues.

INDICATOR

Established and functioning operational inter-cluster forums at capital and provincial level.

ACHIEVEMENTS

Not applicable. There is no regular intersector meeting established beyond contribution of invited sector leads at the HCT Core Group. Intersector meetings can be organized if the clusters are activated for a specific emergency.
Pending the revision of coordination mechanisms initiated during the year and envisaged to be finalized in mid-2012, no inter-cluster forums are in place.

INDICATOR

Percentage of agenda issues addressed by strategic-level HCT that are submitted from operational-level inter-cluster coordination.

ACHIEVEMENTS

Not applicable. There is no regular intersector meeting established beyond contribution of invited sector leads at the HCT Core Group. Intersector meetings can be organized if the clusters are activated for a specific emergency.
HCT Core Group action points are usually the result of an agreement at the larger HCT Forum or following suggestions of technical working group or INGO forum prompts, as well as issues identified during emergencies.
HCT Core Group identified 26 main action points during the year, of which 16 were completed and 10 are ongoing issues in the country (such as visas, access and funding).

INDICATOR

Percentage of inter-cluster, cluster and cross-cutting recommendations issued by HCT that are implemented at operational level.

ACHIEVEMENTS

Not applicable. Pending revision of coordination mechanisms.

Objective 2.2 An OCHA capable of responding quickly with clear triggers for establishing, phasing and drawing down operations.

INDICATOR

Country strategy updated in consultation with partners.

ACHIEVEMENTS

The OCHA Myanmar country strategy has been discussed with all partners in the field (UN, INGOs, NGOs and donor countries) and with the Coordination and Response Division. The result is a comprehensive strategy and performance framework used in all subsequent interactions with partners and for fund-raising. The Country Office (CO) also uses these documents in its reporting to the Government on achievements and planned activities.

Objective 2.3 A more predictable and scalable suite of OCHA services and tools to support leaders and partners in response preparedness, humanitarian response and transition.

INDICATOR

Country operations reviewed against minimum services list.

ACHIEVEMENTS

All minimum services are in place (excluding CAP and formal cluster coordination mechanisms). An exit strategy has been discussed in preparation of the 2012-2013 CO strategy.

Needs-assessment format and operational plan developed for inclusion in CP endorsed by HCT by beginning of Q4.

ACHIEVEMENTS

Two joint assessments conducted (Shan and Kachin State emergencies), for which a common rapid assessment form was agreed. The CLIPPER implementation is ongoing and includes a number of products and approaches. The IASC CP is one tool among others. Needs-assessment formats are also part of the approach.

INDICATOR

Percentage of projects in the funding mechanism (HMSF) coded with Gender Marker (in accordance with online guidance on OneResponse).

ACHIEVEMENTS

The Gender Marker is not yet applied in-country. The chair of the Gender Working Group, UNFPA, is considering its introduction.